2023 New Seasons Market ROY, Lebold WEOY

The Shelby Report of the West congratulates

Nancy Lebold 2023 West Woman Executive of the Year and

2023 West Retailer of the Year

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2023 West Woman Executive of the Year

Nancy Lebold

Grocery industry veteran relishing return to her native Pacific Northwest Chief executive officer of New Seasons Market: ‘What we do here matters,’ it helps make world better place (Editor’s note: Bob Reeves, Shelby Publishing’s EVP West, recently visited with Nancy Lebold, CEO of Oregon-based New Seasons Market and the Woman Executive of the Year for the West. Their discussion appears below.)

Thank you so much for joining us.

Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your back story?

What led you to this particular career path?

Retail sales and customer service has always been a part of my life, starting at a very young age working in my father’s Hallmark and office supply store. I used to restock greeting cards and help customers starting in the fourth grade.

Later, in high school, I worked as the buyer for my father’s business, and that’s when I really got hooked on retail. I went to Oregon State University and graduated intent on being in the retail sector and serving customer needs.

I was recruited into the grocery industry at a career day event at OSU and never looked back. Grocery is in my blood – my grandfather owned a little grocery store and my great-uncle was a buyer way back in the early days of Safeway. The grocery industry just felt right.

For my first grocery job, I had the privilege to work for a little 18-store chain called Waremart Foods and for the amazing founder, Bill Long, who taught me all about how to run an efficient grocery store and how to respect people.

Waremart Foods is now WinCo Foods. I worked for this incredible, employee-owned company for 27 years. As with everyone at WinCo, you do a little of everything. I started at a warehouse in Salem, Oregon, as a buyer, became a VP of general merchandise in Woodburn, Oregon, moved to Boise, Idaho, as the VP of procurement and then finally became an SVP of retail operations.

WinCo Foods sent me to the USC Food Industry Management Program in 2015, and the program changed my life and my views on what leadership meant and how to not only serve your customer but your employees as well.

In 2019, I had the opportunity to work with one of the greatest leaders in the grocery industry today, Bryan Kaltenbach of Food 4 Less out of Compton, California. Working with Bryan and the team at Food 4 Less as the VP of merchandising and marketing was truly one of the most incredible experiences of my career – and not just because it was during the pandemic.

My time at Food 4 Less and under the tutelage of Bryan, challenged me and helped me grow my leadership abilities more than any other time in my career. The dedication of the team there to serve

their customers raised my expectations on how to serve communities with passion and perseverance. Having the opportunity to work for a true servant leader like Bryan was a true gift.

I’m from the Pacific Northwest, so when the call came from New Seasons Market about the CEO job, I knew that it was time to come home. Not only have I been infatuated with New Seasons Market since they opened their doors in 1999, but my family is also all here as well.

New Seasons Market represents all the things I value, and having the honor of serving the staff and community here is the highlight and culmination of my entire career. I am so fortunate to work in the Willamette Valley and lead a company that is so focused on serving the community and the planet – cultivating good for generations.

Can you share the most interesting story that happened to you since you began leading the company?

Well, I joined New Seasons in 2021 and there are so many interesting stories I could share related to the pandemic, protests, Portland or any number of other things. But I think the most interesting was a recent event that involved a rather important ad that we had scheduled to run for the Fourth of July.

It was to be an insert in the local newspaper. And we were all excited about the promotion. Unfortunately, after the ads were printed – and on the way to the distributor – the semi-truck that was transporting the physical ads was stolen. Yes, the whole truck vanished and has yet to be found.

I have often imagined the look of disappointment on the face of the thief when they threw open the doors, hoping for perhaps something good like televisions or household appliances only to find stacks of paper.

To whomever stole the truck – I hope at least you took a moment to appreciate the beauty of the ad. The marketing team did a tremendous job on the photography.

RELATIONSHIP WITH STAFF SEPARATES HER AS CEO “Nancy’s my fourth CEO…the relationship that she has with our staff is what separates her from the last three. Everyone does something unique for our organization. [She is] someone who really understands the culture and really wants to take the company – by keeping the beauty of what we have, from our roots – into the future. I think she does that effortlessly and with heart.”

– Talya Pite, Store Manager, Lake Oswego

Can you share a story about the funniest mistake you made when you were starting out? Can you tell us the lesson learned from that?

It’s hard to choose just one mistake to share, so I will go with the first one that comes to mind. My first job out of college was as an assistant buyer, and I was responsible for candy, spices and cigarettes. That also meant that I oversaw the candy sample drawer where all the new item samples were kept.

My boss had told me to keep a close eye on who was taking what because there were many times all the samples were gone by the time they were needed for the new item meeting. And I was not about to disappoint my boss.

The company I worked for had a receptionist who had worked for the company for close to 30 years. She had come to my office and was rifling through the sample drawer when I stopped her. She took exception to the new, young kid who told her to stop. She physically escorted me to the ladies’ room, and as I stood there shaking and fearing for my life, she proceeded to give me the worst dressing down of my life and one I will never forget. What did I learn? If Shirley wants a pack of gum, just let her have it.

In all seriousness, I’ve never really looked at experiences as mistakes. Every mistake is a valuable learning opportunity. It sparks creativity, fosters humility and empathy, develops problemsolving skills, builds resilience and shapes our character. Embracing mistakes as a natural part of the learning process and not shying away from situations that challenge us empowers us to become better individuals, both personally and professionally.

None of us can achieve success without some help along the way. Is there a particular person to whom you are grateful for helping you get where you are? Can you share a story about that?

There are so many people who have helped me along the way that it’s hard to point out just one person. With that said, Cynthia McCloud from the USC Marshall School of Business, who leads the Food Industry Management Program there, has probably been the most influential person in my career.

She not only helped to develop my leadership skills, but also gave me the confidence and support necessary to assume this role. She has been a coach, cheerleader, teacher and motivator. Without her, I would not be in this role.

As far as my growth as a CEO, I have been incredibly fortunate to work with three of the smartest grocery operators in the industry – Neil Stern (CEO of Good Food Holdings), Adam Caldecott (CEO of Bristol Farms, Lazy Acres, New Leaf Community Markets) and Ron Megahan (CEO of Metropolitan Markets).

These three men have challenged me, supported me and made me a better CEO. Whether it is demonstrating how to effectively lead high quality, independent and regionally focused neighborhood grocery stores, showing me what superior merchandising looks like or arguing with me in strategy sessions, I have never learned so much and had so much fun.

As a busy leader, what do you do to prepare your mind and body before a stressful or high stakes meeting, talk or decision? Can you share some examples?

Although it was later in life that I learned the secret, for me the best way to release and relieve stress as a busy leader is when I practice gratitude. It’s all about focusing on the good things in life and work, which makes me feel happier and more content and that, in turn, makes me a better leader.

It’s like a superpower that helps me handle tough times and bounce back stronger. It stops me from overthinking and getting stuck in negative thoughts, which helps me to problem solve and find a way forward.

I find that being grateful for the situation, grateful for the opportunity to participate and grateful for those around me, puts me in the right state of mind to understand as a leader, it’s not about me. Once I stop focusing on myself, I am my best self and can deal effectively with whatever comes my way.

Please see page 22

‘She leads with determination … cares about her team’ “Over the past year, I’ve had the wonderful chance to work closely with Nancy at Good Food Holdings. Our collaboration within the banner CEO setup has been a real learning experience. Nancy’s insights have been invaluable – she’s a treasure trove of knowledge.

“Nancy has shown great leadership within Good Foods Holdings and especially as New Seasons CEO. She leads with determination and genuinely cares about her team. She understands how important the company culture is and uses it to make positive changes.

“What I admire about Nancy is her honesty and energy. You always know where you stand with her, and her energy is infectious. She’s always focused on getting things done, and that’s inspiring.”

Adam Caldecott CEO of Bristol Farms, Lazy Acres, New Leaf Community Markets

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As you know, the United States is facing a self-reckoning about race, diversity, equality and inclusion. Can you articulate to our readers a few reasons why it is so important for a business or organization to have a diverse executive team?

Where do I begin? There are so many reasons why it’s super important to have a diverse executive team: ✦ Fresh ideas and creativity: When you have people from different backgrounds and experiences on a team, they come up with all sorts of cool and innovative ideas. It’s like having a bunch of creative minds working together to solve problems in unique ways. ✦ Better decision making: Having a mix of people with different perspectives means you can make smarter decisions. They’ll look at things from various angles and avoid just agreeing with each other all the time. That way, you can consider all the options and pick the best one. ✦ Understanding customers better: Think about it – if your customers are from all walks of life, it helps to have a diverse team that understands them. They can relate to your customers’ needs and come up with products and services that really resonate with them. ✦ Better company reputation: People love to see companies that value diversity and fairness. It shows that the company is open-minded and cares about equality. A good reputation can attract top talent and make customers feel good about supporting your business. ✦ Higher profits: Yep, you heard it right – diverse teams can actually make more money. They’re adaptable, creative and innovative, which means they can keep up with changes in the market and find new opportunities for success.

So, having a diverse executive team is a win-win for everyone – it brings in fresh ideas, helps with decision-making and shows that your company is awesome and cares about its people and customers.

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2023 West Woman Executive of the Year

Please share a few steps we must take to truly create an inclusive, representative and equitable society. ✦ Promote diversity in hiring and leadership: To build an inclusive workplace, the first step is to ensure diversity in hiring practices. Business leaders should actively seek candidates from diverse backgrounds, including different ethnicities, genders, ages, abilities and perspectives. Creating a diverse leadership team is equally important, as it sets an example and allows diverse voices to be heard at the decision-making level. ✦ Cultivate a respectful and supportive culture: Business leaders play a crucial role in fostering a culture of respect and support within the organization. They should lead by example, emphasizing the value of each team member’s unique contributions. Encouraging open communication and active listening can create an environment where employees feel comfortable expressing their ideas and concerns.

Implementing anti-discrimination and anti-harassment policies, along with diversity and inclusion training for all employees, reinforces the commitment to a respectful workplace. ✦ Offer diversity and inclusion training: Provide regular training sessions for all employees to raise awareness about diversity, unconscious biases and inclusion. These workshops can help employees understand the importance of

ADMIRE HER ABILITY TO HANDLE STRESS, PRESSURE “I hold Nancy up as probably the best leader I’ve ever worked for … it’s her ability to navigate complex situations, to dig into details at a very deep level when needed … her ability to handle stress and pressure and show up every day with, ‘Today is going to be the day that we make it better.’”

– Dave Kauder, SVP of Merchandising

Nancy Lebold

inclusivity, promote empathy and cultivate a more inclusive work environment.

By taking these steps, business leaders can create a workplace where staff feel valued, respected and empowered, leading to increased employee satisfaction, productivity and overall success of the organization.

Allen and Subriana Pierce with Nancy and Casey Lebold

Most of our readers – in fact, most people – think they have a good idea of what a CEO does. But can you explain what an executive does that is different from the responsibilities of the other leaders?

As the CEO, my role as an executive goes beyond the traditional responsibilities of other leaders within the organization. While they focus on specific departments or functions, my role is to oversee the entire organization, promote a healthy culture and provide strategic direction to drive organizational and profit growth.

One of my main responsibilities is setting the vision and goals for the company, ensuring alignment with the broader mission and values. And at New Seasons, this is critical. I develop and implement strategic plans and initiatives that guide the organization toward Please see page 24

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SEPTEMBER 2023 • THE SHELBY REPORT OF THE WEST

From page 22

success, while also considering the needs of our staff, customers, vendors, communities and the planet. It’s a balancing act to make sure our triple bottom line – people, planet, profit – are all in harmony.

In addition to that, another key responsibility of my role as CEO is to shape the culture of the business through my actions and decisions, which have a ripple effect throughout the company. By setting the right tone, values and behaviors, a CEO can foster a positive and productive culture that aligns with the company’s goals and mission.

What are the “myths” that you would like to dispel about being a CEO or executive?

As a CEO and executive, I recognize that there are often misconceptions or myths surrounding the role, one being that CEOs and executives have all the answers or that we possess an inherent superhuman ability to always make perfect decisions.

2023 West Woman Executive of the Year

In reality, being a CEO or executive is not about having all the answers, but rather about fostering a culture of collaboration and embracing diverse perspectives. It’s about surrounding oneself with talented and knowledgeable individuals, building strong teams and leveraging their expertise to make informed decisions.

Additionally, I think there is a misconception that CEOs and executives are solely focused on profits and the bottom line. While financial success is important, especially for ensuring the sustainability and growth of the company, responsible leaders understand the importance of balancing profitability with the well-being of staff, customers, communities and the environment.

At New Seasons Market, we’ve adopted a people, planet, profit approach, which is integral to creating long-term success and positive impact.

Lastly, there seems to be a notion that CEOs and executives are detached or disconnected from the day-to-day operations and the

Nancy Lebold

challenges faced by staff. Effective leaders remain connected to all levels of the organization, fostering open communication channels and actively listening to feedback and concerns from team members.

This engagement allows us to understand the needs of the organization and make informed decisions that drive positive, and is also beneficial for the overall success and well-being of the organization.

What is the most striking difference between your actual job and how you thought it would be?

The most striking difference between my actual job as a CEO and how I initially thought the job would be is the level of unpredictability that comes with the role.

When I aspired to become a CEO, I was well aware that navigating an organization would involve facing challenges and unexpected situations along the way. However, as I stepped into the position, I realized the nature of leading a dynamic and passionate business means there are constantly unforeseen external factors that can impact our plans. This level of uncertainty necessitates embracing the beauty of the mess and finding opportunities within it.

Rather than being deterred or overwhelmed by unpredictability, I have learned to recognize the inherent possibilities it presents.

I understand that amidst the chaos, there is room for innovation, Please see page 26

APPRECIATED FOR HER TENACITY, EXPERIENCE “One thing I appreciate about Nancy is her tenacity in this business … the amount of experience that has transcended WinCo to Food 4 Less. Being this value leader and being able to operate and still bring those principles into a local, smaller, more upscale business … that leadership, that amount of experience that Nancy brings is just something I appreciate so much.”

2023-24 WAFC Executive Board

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– Greg Broadwater, Senior Director of Marketing

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From page 24

adaptation and growth. The messiness allows us to think creatively, find alternative solutions and chart new paths forward. It’s in these unforeseen moments that we uncover unique insights and uncover opportunities we may not have noticed otherwise.

I have come to appreciate the need for agile decision-making, the ability to pivot when necessary and the willingness to learn from mistakes and adjust our course of action. Embracing the beauty of the mess has allowed me to become a more adaptable and open-minded leader, ready to face whatever challenges come our way.

Rather than seeking a perfectly controlled environment, I believe that the magic lies in navigating everything with agility and a positive mindset. It’s about finding the silver linings, learning from each obstacle and fostering a culture that embraces change and thrives amidst uncertainty.

Certainly, not everyone is cut out to be an executive. Which specific traits increase the likelihood that a person will be a successful executive? What type of person should avoid aspiring to be an executive?

There are three traits that I think every executive must possess to be successful – credibility, competence and caring. Without those three things, I think an executive will have limited success and it takes intention, purpose and determination to acquire those traits.

I would say there is not a type of person who should aspire to

SHE IS ‘A GREAT FEMALE ROLE MODEL FOR US’ “Nancy is a great female role model for us. I think she brought the gift of the Retail Management Certificate program to this company … I think she has advanced us operationally and done it in a nurturing way. I have seen her face more challenges as a leader than I’ve seen anyone face here. She does all those things with grace, balance and expert humility.”

– Nicole Heiden, Store Manager, Fisher’s Landing

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2023 West Woman Executive of the Year

Nancy Lebold

be an executive, everyone has the potential to be a very successful, effective executive.

With that said, if you are honest with yourself or received feedback from others that indicates that you are indecisive, have difficulty delivering results or following through on commitments, I would recommend that you begin working with an executive coach to help bolster your skills in these areas. No one should limit their potential to be a leader.

How have you used your success to make the world a better place?

Well, I feel uncomfortable labeling any success as mine personally, since I am simply the product of all the people in my life who have invested in me and supported my work. From my first job, I have been so fortunate to have folks who took me under their wing to raise me right and help me to understand how what I do can make a difference. Whether it was my time at WinCo Foods, where I worked with a group of amazing folks who were passionate about helping people stretch their food dollars farther, to my time with the Food 4 Less family, where I spent my time having the honor of working alongside folks who were dedicated to serving communities which were disproportionally impacted by the pandemic and the impacts of the George Floyd murder and the fight for equity and justice.

The culmination of my career is my time here at New Seasons Market, where making the world a better place is part of every conversation and every activity. We are a mission driven company that focuses on a triple bottom line of people, planet, profit.

As the nation’s first B-Corp certified grocer, we give back to the community, we support our regional food economy and invest our time and energy into the planet. One of the most rewarding aspects of my job is the satisfaction I get from what we do here as the example for the grocery industry that you can do all the right things and be a successful business.

Leading a company that believes in cultivating good for generations is truly the high point of my career. What we do here matters, and it does make the world a better place.

What are your “five things I wish someone told me before I started?” ✦ Embrace the power of adaptability: Throughout my career, I’ve learned that the ability to adapt is crucial for success.

In the dynamic world of retail, unforeseen challenges and market shifts are inevitable. One significant example is New Seasons Market managing supply chain disruptions throughout the pandemic. By quickly adapting our operations, sourcing products locally and supporting our staff’s well-being, we were able to continue serving our customers and communities effectively. ✦ Cultivate a diverse and inclusive culture: Building a diverse and inclusive workplace is not only morally right but also a strategic advantage. Throughout my career, I’ve realized that fostering a culture of diversity and inclusion can lead to better decision-making, improved innovation and enhanced staff engagement.

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✦ Invest in sustainability early on: Being the world’s first B Corp certified grocer, I have witnessed the importance of sustainability in our business model. From reducing our carbon footprint to sourcing from ethical suppliers, sustainability has become a core value. Our sustainability practices at New Seasons Market have resulted in cost savings, improved

brand reputation and increased customer loyalty. ✦ Prioritize building strong relationships with stakeholders: As a leader, I have come to understand the critical role of nurturing strong relationships with stakeholders. This includes not only our customers, but also staff, vendors and communities. Recently, New Seasons Market partnered with Tillamook to accelerate regenerative

No surprise, she is ‘wonderfully deserving of this honor’ “Everyone in the Good Food Holdings family is extraordinarily pleased that Nancy has been named Woman Executive of the Year.

But we’re not surprised. She is wonderfully deserving of this honor for everything that she does for New Seasons Market, Good Food Holdings and the supermarket community overall.

“First, we are incredibly fortunate to have Nancy join as CEO of New Seasons Market after a long and storied career in food retail.

To say that Nancy has done it all in our industry would be an understatement, and her path to CEO came through hard work, determination and a deep understanding of what it takes to be successful in what is a fantastic but always challenging business. Nothing comes easy in this business, and Nancy has never tried to take the easy path.

“As we interviewed for the role of CEO of New Seasons, the list of qualities in a new leader were vast and frankly, hard to fill. As a B Corp and mission-driven organization, the culture is unique and a huge part of what makes New Seasons the success that it is. Throw in the location in a city as unique as Portland and taking over in the middle of a pandemic, and it is easy to understand why the challenge was daunting.

“Along comes Nancy, incredibly well prepared, a student of the industry, a fan of New Seasons and a native of Oregon, where her parents still live. To say we hit the jackpot is an understatement. With a steady hand, remarkable energy and enthusiasm and her sleeves rolled up, Nancy has embraced the New Seasons culture and is leading the chain forward with fresh ideas and a renewed focus on growth in its home market.

“If it were only that easy. New Seasons is in turn owned by Good Food Holdings, where we also operate Metropolitan Markets in Seattle, New Leaf Community Markets in Santa Cruz and Bristol Farms and Lazy Acres Natural Markets in Southern California. We are proudly local and work to be the best brands in each market.

“We are also working to find synergies across our banners, learn from one another and find opportunities to harness the best from each other. Nancy has jumped in to help lead many of these efforts.

“Finally, she gives back to the broader food retail community. She is a board member of the Western Association of Food Chains and served as executive in residence at the USC Food Industry Executive Program.

“Of course, Nancy isn’t all work. She is a voracious and adventurous traveler, loves her pets and is a car enthusiast. In short, she does it all. A more worthy recipient couldn’t be found.”

Neil Stern CEO of Good Food Holdings

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agriculture within our supply chain as a part of the solution to creating a low-carbon and resilient regional food economy. Soon we will be announcing another exciting partnership with them and together we will have an even greater impact on the sustainability of the regional food economy. It is these kinds of strong relationships with stakeholders that magnify our ability to make a positive difference. ✦ Trust and empower your team: Leaders often feel the need to micromanage to ensure tasks are executed perfectly. However, I have learned that trusting and empowering your team leads to a more productive and harmonious work environment. At New Seasons Market, I foster an environment of trust and encourage open communication. I’ve seen the incredible results when teams Please see page 28

DIRECT COMMUNICATION HAS HELPED BUILD TRUST “Nancy is a great leader. She is an extremely direct communicator and doesn’t leave us guessing in terms of what’s happening in the moment and what’s coming. I think that has helped build trust. And from where I sit, I feel really supported as far as the vision that I have for how we can make an impact.”

– Athena Petty, Senior Manager of Sustainability

ALWAYS ‘FIGURING OUT HOW WE CAN BETTER’ “Nancy is accessible, open and honest … Nancy is very knowledgeable about what’s happening, and also is always learning … She is constantly open to new information from books and podcasts but also from people around her, which I think is the hallmark of what it looks like to be constantly learning and figuring out how we can be better.”

– Nikotris Perkins, Senior Director of DEI

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feel empowered to take ownership of their projects and bring innovative solutions. Trusting my team and delegating responsibilities has allowed me to focus on strategic initiatives and drive organizational growth.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be?

This is an easy one for me to answer. If I could inspire a movement, it would be around regenerative agriculture. There may be some readers who are familiar with this type of farming and ranching. But I am convinced if more folks understood what it is and how this could solve so many of our problems, I am confident that the world would embrace regenerative agriculture wholeheartedly.

Regenerative agriculture is a farming approach that cares for the land and environment while producing food. Its purpose is to improve soil health, protect natural resources and create a sustainable farming system.

By working with nature and using practices like crop rotation, composting and reducing harmful chemicals, regenerative agriculture aims to build a balanced and resilient ecosystem on the farm. This helps fight climate change, preserve wildlife and ensure a healthy food supply for future generations.

Regenerative agriculture just makes sense.

So, can you do me a favor? Watch the documentary “Kiss the Ground” on Netflix. It’s narrated by Woody Harrelson and does a tremendous job explaining what regen ag is about and how it can help.

In general, “Kiss the Ground” provides a powerful and compelling case for the importance of regenerative agriculture in addressing environmental and climate challenges. It calls for a shift toward more sustainable and mindful practices in agriculture and encourages viewers to play a role in shaping a better future for the planet. I guarantee it will be worth your time.

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Former pupil ‘refreshingly humble, confident, poised’ “It is an incredible honor to have shared part of my professional journey with a leader like Nancy Lebold. With more than 30 years of experience in the food industry, Nancy has impacted the lives of many in her span of care. Today, she is the CEO of New Seasons Market, a company which was named one of ‘Oregon’s Most Admired Companies’ by Portland Business Journal in 2022.

“In appreciation for this award, Nancy celebrated the hard work and dedication of her staff and leaders at the company. I would like to take this opportunity to celebrate Nancy and note that these awards also reflect the leader at the helm.

“I first met Nancy in the fall of 2014, while interviewing students for an incoming Food Industry Management Class at USC Marshall School of Business. After just the first few weeks, I knew that Nancy would become one of the superstars in my first class of graduating students.

“The professors and the other students in the program agreed. At the end of the semester, Nancy was nominated by the ‘All In - Class of 2015’ to be the class spokeswoman – an honor bestowed each year on the student who exemplifies the classic skills of public speaking along with the traits and behaviors of a true servant leader.

“Since 2015, I have had the pleasure of working with Nancy in several companies as she led her teams with both courage and creativity while also carrying the flag to educate associates and partners. Her experience is broad and her contribution to the development of leaders has been recognized across the food industry.

“In all my years in leadership roles, I have never met anyone who hungers more for knowledge and learning – or who appreciates it more – than Nancy. I recall that every day after class, I received a note from her thanking me for the learning gifts she received that day. She over-delivered in every way, including ensuring all her work was accomplished while also assisting others who needed a little extra help.

“Nancy is innovative and comfortable taking calculated risks. She challenges the status quo to drive new thinking. She is highly energetic while also being incredibly thoughtful. She is one of the leaders today who effectively manages business while also taking care of hearts.

“Nancy tackles challenges head on and is not afraid to fail. As a respected CEO in the food industry, she values the journey and the hard work it takes to set and reach goals, and she also has empathy for the sacrifices her people make to achieve them.

“Nancy currently sits on the WAFC board of directors, where she serves as VP. In this role, she is responsible for ‘continuing the legacy of advancing the food industry through education and leadership’ – an objective that fits perfectly into her own purpose.

“Nancy is refreshingly humble, confident and poised. In the words of Jim Collins, Nancy has ‘the discipline to figure out with egoless clarity what (she) can be the best at … and the will to do whatever it takes to turn that potential into reality.’

“I look forward to working side-by-side with Nancy Lebold as she continues to make a difference in our industry and in our world. Fight on, my friend.”

Cynthia McCloud Director, Food Industry Programs Adjunct Professor, Marshall School of Business

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Can you please give us your favorite life lesson quote? How has that been relevant to you in your life?

Those who know me know I’m not likely to have many “life lesson quotes” up my sleeve or hanging on my wall. But the one thing I do have on my wall is Theodore Roosevelt’s “The Man in the Arena” speech. The quote can be summarized as follows: “It is not the critic who counts, nor the one who points out how the strong person stumbled or how the doer of deeds could have done them better. The credit belongs to the individual who is actually in the arena, facing challenges, striving valiantly, even if they fail, because their dedication and effort inspire others and bring about growth and progress.”

Its longer than that, but you get the idea. In life it is so easy to point out how someone else struggles, especially from the sidelines. To live life fully, you must be in the arena and daring greatly – falling down and getting up time and time again.

We are blessed that some prominent names in the food industry will read this. Is there a person in the world with whom you would love to have a private breakfast or lunch with?

Meeting Indra Nooyi, the former CEO of PepsiCo, would be the highlight of my career. I have followed her for many years. As a successful business leader, she can offer me valuable insights into leadership, innovation and corporate strategy. Her advocacy for diversity and inclusion provides important lessons on fostering an inclusive workplace culture.

Having some time with Indira would be motivating and a source of inspiration for personal development. Additionally, learning from the challenges she faced in her career would provide valuable lessons on resilience and problem-solving.

Her involvement in social impact and sustainability issues highlights the role businesses play in addressing broader societal and environmental concerns. I MAKES THOSE AROUND HER FEEL HEARD, VALUED imagine that she would have a lot of insights and guidance for me as “One of the things that I admire about her leadership is how the CEO of New Seasons Market. she makes other people feel around her. I think even going Indira, if you are reading this, back to our time at WinCo, the people she interacted with felt would you like to grab a cup of joe heard and they felt valued. And she just has a way of making and a Danish? people feel a part of it all.”

– Bobby Vaziralli, VP of Operations

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2023 West Retailer of the Year

As a B-Corp, Oregon-based grocer strives to improve social, environmental efforts New Seasons Market, The Shelby Report of the West’s Retailer of the Year, is the nation’s first grocer to be B Corporation certified.

Certified B-Corps are businesses that meet the highest standards of verified social and environmental performance, public transparency and legal accountability to balance profit and purpose.

New Seasons Market, like other B-Corps, undergoes a rigorous certification process to improve their social and environmental performance, according to the company’s Senior Manager of Sustainability Athena Petty.

Athena Petty

“B-Corps use their business efforts as a force for good. They use five different areas to assess the impact of their business, on the community, on their workers, on the planet. There is a whole framework that’s required to go through the B-Corp [certification] process,” Petty explained.

The certification is given through a third-party nonprofit, B Lab. New Seasons Market must recertify every three years to maintain its B-Corp status. The grocer has maintained its certification for a

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decade, according to Petty.

The verification process involves documentation across the entire business model. New Seasons Market’s parent company, Carson, California-based Good Food Holdings, has a Mission Advisory Council that works alongside the grocer’s executive team to direct best practices.

According to B Lab’s website, certification requires demonstrating a high social and environmental performance by achieving a B Impact Assessment score of 80 or above and passing a risk review.

They must also make a legal commitment by requiring all stakeholders to play a role in the company’s governance, not just shareholders.

Finally, B-Corps must exhibit transparency by allowing performance information to be available publicly on B Lab’s website.

“There are many benefits to being a B-Corp,” Petty said. “I’ve used the B-Corp framework to help align the work that [New Seasons] Market is doing.”

New Seasons Market works to enact its “triple bottom line,” according to Director of Communications Katie Schoen. The TBL entails people, planet and profit working together.

CEO Nancy Lebold said it aids in promoting a healthy work culture and provides strategic direction for organization and profit growth while balancing the company’s impact on the Katie Schoen planet.

Petty represents the company’s environmental interests.

She said she is currently working on identifying what materials used by the company most impact the environment, alongside other projects.

“We’re really focused on minimizing our own operational greenhouse gas impacts. There is a huge focus on refrigeration leak reduction. In terms of what our operations represent, refrigeration

is a huge kind of technological area of opportunity. And there is a necessity to reduce,” she explained.

According to data on the company’s website, there has been a 10 percent reduction in greenhouse gases associated with refrigerant leaks over the previous year. The company estimates that number to increase to 45 percent by 2026, and it will reach net-zero operational emissions by 2030.

Similarly, the company is undertaking HVAC retrofitting in its older stores, which will total “several millions of dollars,” Petty said.

“We’re really making sure that the equipment that we’re using is far more efficient.”

The company did achieve Energy Star certification in 22 percent of its stores in 2022. That number increased to 30 percent as of September. The goal is to achieve a 33 percent or higher efficiency rating with the new HVAC systems before the end of the year.

Waste is another focus for New Seasons Market. Food waste is one of the most common issue grocers face. It not only hurts the grocer’s bottom line, but it is also unsustainable. New Seasons Market relies on its employees and its community partnerships to lower its overall waste.

“We’ve been working on waste reduction for a long time. We compost at all of our stores, and we have a number of really unique partnerships with reuse systems. They help our customers reduce their own waste footprint. And then we recycle as much as we possibly can … Food waste is a huge contributor to greenhouse gases globally. As a grocer, the more food we waste, the less we sell,” Petty said.

In 2019, the company reported 4.7 percent total waste across its stores. That number has decreased. It lowered to 4.36 percent last year, just shy of the company’s goal. The company aims for only 3.93 percent of all sales this year to attribute to waste. Likewise, New Seasons Market plans to reduce its food waste 50 percent by 2030, according to its website.

Similarly, the grocer’s landfill diversion rate reached 70 percent so

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far this year. It was at 64 percent in 2022, surpassing the com­pany’s goal.

One of New Seasons Markets’ newest efforts is the return and reuse program, a recent addition, according to Lebold. Funded through a grant, the program has partnered with a woman-owned business to encourage customers to return glass jars for reuse.

Likewise, New Seasons Markets offers in-store recycling for items that customers can’t recycle at home, such as plastic film and clamshell food containers. Other sustainability programs include: ✦ Portland Bold Reuse program - Customers can take their food in reusable to-go boxes and drop the containers back off for washing and reuse. This program is specific to stores in the Portland market. ✦ Neighbor Rewards - A community donation program donates a 5 cent reusable shopping bag refund to one of three nonprofit organizations. ✦ Partner Brand products - Select private label packaging offers recyclable paper trays with 91 percent less plastic. The packing also extends the shelf life of its pasta products. ✦ Cans for Kids program - Donated aluminum cans and bottles support neighborhood schools. Each can equals a 10 cent donation. This program is only available in Oregon.

The company’s Partner Brand products are unique in that the manufacturer is clearly labeled as the products are produced locally, according to Lebold.

“Our Partner Brand does not necessarily have to be the bestselling item in a section. It’s the best quality product that we can find in that category…We are not looking to be the cheapest can of beans or the cheapest pasta on the shelf. We’re looking for the best quality with the best partnership with a local vendor,” she explained.

Petty explained how the grocer works with its vendors to create sustainable private brand products.

“We had an opportunity to work, both upstream and downstream, within our supply chain to create a brand new circular recycling system. We worked with the packaging producer to develop a custom-sized container that was optimized for the types of contents

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going in. We removed a bunch of the plastic weight from them,” she explained.

Products are also made from 100 percent post-consumer recycled content.

“That means it was all coming from recycled feedstock…so they bring them home. They use them. Then we set up infrastructure at each of our stores where customers can bring them back to us, and we recycle them. That feedstock comes back in the containers themselves.”

The program has been a success thus far.

“It’s been about five times more successful than we expected,” Petty said.

The grocer has collected more than 100,000 pounds of recyclable material, according to Schoen.

The Partner Brand products are also made with local producers. A portion of the products’ proceeds is redistributed through the Partner Fund. The fund provides low interest loans designed to support underserved community members, according to Schoen.

“LGBTQIA+, women-owned, folks who are in the background,” she said.

Speaking about the partnership with Portland-based Ground Up PDX, Schoen explained how New Seasons Market was able to provide help.

“It is a woman-led company that employs women who are either formerly incarcerated or working their way out of homelessness.

They needed a new mixer, so the Partner Fund bought them a new mixer.”

Since its launch, the Partner Fund has distributed over $250,000 to local businesses.

Even white label products are scrutinized by the retailer before they are allowed on shelves, according to Dave Kauder, SVP, merchandising and store development. The grocer does not offer heavily plastic items such as single-serve bottled water. However, large refillable plastic jugs are available to purchase and refill.

“We eliminated single-use water bottles for Earth Day in 2021,” Lebold said.

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Dave Kauder

Even though the decision was controversial, Lebold said many customers understood.

“Customers at New Seasons understand what we’re doing and appreciate it. That’s why they shop with us. They know we’re committed to the planet,” she explained.

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2023 West Retailer of the Year

Progressive employer boasts strong track record of valuing and supporting staff New Seasons Market, The Shelby Report of the West’s Retailer of the Year, strives to be the ultimate neighborhood grocery store. This goal is not only for customers but staff as well.

“We take good care of our staff, and they take good care of our customers. The care our customers feel when they shop in our stores is a direct reflection of New Seasons Market being a progressive employer with a strong track record of valuing and supporting staff,” said Katie Schoen, director of communications.

Like many grocers, the company strives to hire from the communities it serves. However, unlike many other grocers, New Seasons Market aims to tear down its barriers to employment, reflect minority communities, provide employees with a respectful and balanced working environment and bring training and career development to staff from the top down.

Diversity, equity and inclusion is one of the company’s top priorities.

“Just about everything, all the decisions that are made are

always looked at through the lens of DEI,” said Bobby Vaziralli, VP of operations. “We look at how it’s going to effect our employees and our communities and the environment, which is amazing.”

Nikotris Perkins

Bobby Vaziralli

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In 2020, the company hired Nikotris Perkins as its senior director of DEI following a company-wide audit. This audit conducted employee and consumer interviews as well as focus groups.

“A lot of conversations were held throughout a lot of avenues,” Perkins said. “One of the things [decided] was ‘we need somebody to think about this work.’ And think about it on a large scale across all stores long term.”

She said the biggest question for the company was, “What does it look like to create a strategy to affect our systems?” That’s where she comes in.

Her job weaves in and out of just about every department.

Speaking to other companies who might only consider DEI for HR purposes, she says that is not the case at New Seasons Market.

“I’m very excited that it is not at New Seasons. I do work with everybody. I do spend time with HR because some of the systems, when you think about recruiting or hiring or navigating your career, live in HR. But my job is also supplier diversity … diversity lives in our procurement and logistics. We look at all our suppliers and all our vendors across – because everybody has a different vendor – every department,” Perkins said.

New Seasons Market’s overall DEI objective for its customers is to create an inclusive shopping experience. Giving examples of the non-inclusive shopping experience, Perkins said they are places where customers “don’t feel welcomed.”

“It’s a place where walking in the door, you immediately don’t feel welcomed, you’re questioned. There’s not a restroom for you to use.”

The inclusive shopping experience creates a feeling of belonging for guests. It helps cultivate a positive image for the grocer while at the same time driving more customers to the store.

“When you’re thinking about a grocer, and they don’t have the ingredients you are looking for, you might end up going to four or five stores for those things … They know we will have the things they need.”

The company also aims to hire diversely throughout its markets and prides itself on celebrating a respectful workplace for all.

“Our staff comes from all backgrounds, which is why we’re a champion for social issues affecting them and our communities,” the website reads.

New Seasons Market has previously campaigned for marriage equality and workplace protections for LGBTQIA+ employees, minimum wage increases, fair workweek regulations, paid parental and medical leave and affordable housing.

It has also been recognized for its workplace policies regarding transgender individuals and its support of employees with disabilities. It has longstanding relationships with employment equality groups such as Basic Rights Oregon, the Urban League and the

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Portland Citizen’s Disability Advisory Committee, just to name a few.

“Anybody can work here,” Perkins said. “It feels more friendly because everybody is welcome.”

Creating an open working environment is key to creating a place where people want to work. Associates are regularly given the opportunity to voice their opinions on how to improve New Seasons Market.

“Spending time understanding from staff leads us to things we could do in terms of our systems … We’re trying to figure out how you can get the most out of your job, providing information, helping develop training, doing the training and helping us think through things.”

This is known as the company’s Speak Up culture. Every person at New Seasons Market is encouraged to share ideas, concerns and have a voice.

“Staff are empowered to share feedback and be involved in decisions that affect them,” Schoen said.

The company encourages a work/life balance. Staff members are scheduled to work no more than five days in a row, with at least

two consecutive days off and at least 12 hours of rest between shifts.

The unique “Lifestyle Scheduling” policy has been in place since the company’s founding, according to its website.

“That’s one of the gifts of being here,” said Store Manager Nicole Heiden. “The work/life balance does not look like what other retailer environments look like.”

New Seasons Market does not have a set uniform for its store workers. Associates are told to be “their authentic self,” according to Greg Broadwater, senior director, marketing.

Greg Broadwater

Nicole Heiden

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“Our staff are really encouraged to bring their personalities, their whole selves, their authentic self. Even through the way they dress and their overall appearance,” Broadwater said.

Customers can still identify associates who wear a New Seasons Market apron and a wooden name badge.

The company has recently begun exploring performance management alongside new hiring practices. Like other grocers, maintaining a full workforce has been difficult for New Season Market.

Nevertheless, the brand considers DEI even during recruitment.

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“Once you get people, awesome. How can we keep all the people we get? People look at very different sites for jobs based on things like age and race. It’s very interesting. The top 10 recruiting sites continue to change. So, when you think about hiring a diverse workforce, how can we tap into the places that ensure that as many people as possible are seeing that? People need to have full control of what it looks like to build a team for themselves and for the work that they do in the company,” Perkins said.

Speaking about the importance of DEI in a company, she said building a diverse team also invites a diverse set of ideas.

“Having a diverse group of people at any store location brings diverse ideas … you get better ideas. You get better decision making.

You get better creativity and innovation when you have a diverse team.”

The company evaluates its team makeup. New Seasons Markets are more appealing to consumers and potential workers when they see themselves behind the counter.

“If there is a team that we’ve noticed that is completely homogenous, like a team that is always 33-35-year-old women who grew up in Portland, we want to know why that’s happening there. The reality is that people are hiring people that look, think, could be you… you’re hiring yourself.

“What about the people who don’t look like you but can do the job?

And would that make this team be able to come up with something you’ve never come up with before,” Perkins said.

To keep employees, the company offers a comprehensive pay and benefits package. As an example, the starting wage in the Portland region is $16.25 per hour, which is higher than the state’s minimum wage. It also offers a healthcare plan with coverage that includes naturopathic, chiropractic and acupuncture services alongside traditional dental and vision benefits.

Employees are also given two weeks a year of PTO, which increases based on the number of years of service. It also offers paid parental leave and a 401(k) program, a 50 percent discount on public transit passes and a 30 percent discount on most items in the store.

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2023 West Retailer of the Year

Peek into future – company plans to open new stores, freshen others with facelift New Seasons Market, The Shelby Report of the West’s Retailer of the Year, has been updating its stores across its soon to be 20 locations, while four more are slated to open in the next three years.

For the company’s recognition, EVP Bob Reeves visited multiple stores to get a glimpse of what the future of the grocer looks like.

He was led on the tours by several executives including CEO Nancy Lebold, VP of Store Development Ross Vontver and store managers Nicole Heiden and Scott Weseman.

Many of the company’s stores are in line to get a facelift such as fresh paint or new shelving. Similarly, stores are receiving updates to their HVAC systems to be more energy efficient, according to Athena Petty, senior manager of sustainability.

On Reeves’ tour, he visited what Lebold described as the “quintessential New Seasons” at Fisher’s Landing in Vancouver, Washington.

The store is slightly larger in square footage than other stores, but it is slated for a remodel next year.

Andrea Sierralupe

NewSeasons-Lebold.indd 34

“As you walk into a New Seasons, you’ll be greeted at the front door by our beautiful local floral arrangements, and also our potted plants that we offer from local growers here,” Petty said.

Local and organic are two common labels you’ll find throughout any New Seasons Market.

Alongside fresh floral arrangements, customers will see art on the walls by artists local to each location, Vontver said during Reeves’ visit to another store slated to open this fall in downtown Vancouver.

Palisades Store Manager Talya Pite explained these are the type of “little things” that set every store apart.

Talya Pite “The artist that is represented here is not going to be represented at the Vancouver location. They’ll choose another artist. The basic concept will be the same, but there will be some little nuances, those little things, that will be different based on the location,” she explained.

Customers will also find the New Seasons Solutions Counter.

“When you walk in the front door, we have an area where we have folks that can answer all your questions and find solutions for anything that you might have for your day when you’re coming in,” Lebold said.

Moving further into the store, customers will again be greeted with a splash of seasonal color in the produce department. Signage can be seen around the department showcasing local growers whose products are on store shelves.

“We are so proud to partner with many of these growers. We’ve been working with some since the first day we opened our doors,” Lebold said.

Brandon Nadler, assistant produce manager at Williams, said the company works closely with growers to provide as much organic produce as possible.

Scott Weseman

“We bring in as much as possible. A lot of the non-organic products that we have, we’re working with farms that are working towards their organic certification, but they haven’t fully achieved that yet … Ultimately, the customer is still taking home a product that they want, one that they’re comfortable with, one they can touch and see is fresh,” he said.

Customers will find varieties of produce they won’t find anywhere else. That is due to New Season Market’s organic partnerships. A full-time buyer is employed by the grocer to create partnerships with local organically grown producers.

Customers will then find themselves in the perishable aisles.

Like many other items in New Seasons, customers will find items from vendors within 500 miles of the store. At least 80 percent of the products in the store are within this range, according to Lebold.

One of the grocer’s newest additions to its private label, sustainably packaged pasta dishes, will be found in perishables. These pasta

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dishes are packaged with 91 percent less plastic than before.

The layout will vary slightly in the company’s upcoming store.

According to Vontver, there will be a split between perishable and non-perishables. The departments will be split with a set of aisles, with one being a wellness aisle.

would like to eat … we have a large frozen foods department. Our customers know that’s another great way to get healthy, nutritious food,” Lebold said.

Customers will still find a unique selection in this section. Aside from not seeing large national frozen brands, customers will find frozen products from local restaurants. This program grew during the COVID-19 pandemic, according to Katie Schoen, director of communications.

“We realized that our local restaurants were going through a lot,” she said. “And we partnered with them, and a number of the restaurants started producing products so we could sell them in our stores.”

New Seasons helps bring these products to market. Alongside frozen foods, restaurant products can be found in prepared foods.

After frozen, the tour led to the bakery. All stores have bakeries featuring organic bread.

Greg Gancer, bakery manager at Williams, said the baking process begins at 4 a.m. each day and doesn’t stop. The bakery also features staples such as cakes and cookies. “We’re baking pretty much all day, seven days a week. The guests always smell freshly baked bread,” he said.

Gage Niemeyer

Next is bulk foods. Customers will find a mix of traditional grocery and local products. Lebold made a point to showcase the company’s founding principal with box of Cheerios.

“One of our founders said we are going to lean into local, and we’re going to lean into sustainable and healthy and natural and organic.

But we are not the food police. We are going to have something for everyone. And that includes conventional items like a box Cheerios,” she said.

As customers move past bulk foods, they will find the frozen products.

“You can see our incredible selection of frozen treats. This is another area where we have a lot of local products that everyone

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Greg Gancer

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Lebold said the meat department was similar to the produce department.

“We take a lot of pride in all of our departments, but our meat department stands out from any other department. Simply because we have the most beautiful presentation and the highest quality meat,” she said.

This sentiment was echoed by Pite.

“We’re known for produce, and we’re known for our meat. These are the two departments where people won’t compromise on quality, and the quality is definable and noticeable.”

New Seasons continues to rely on locally and sustainably sourced products for its meat and seafood. The associates behind the meat counter are responsible for grinding the hamburger and making sausage, at the same time they create recipes in-house. At the time of the tour, the grocer had just completed a summer promotion featuring a new flavor of sausage every week.

The department also features various whole fish throughout the year. All the fish available are sustainably sourced, according to Lebold.

Rounding out the tour was the grocer’s wine department. New Seasons Market has a two-person team that curates a large selection.

Both are extremely experienced in wine procurement.

“One gentleman is fourth generation in the alcohol industries … and the other gentleman also has been with New Seasons for a very long time. They know everything there is to know about wine. So, we have an incredible assortment of wine. Anything that you could possibly look for, we have available here,” Lebold said.

Each store employs a full-time wine steward and numerous experienced staff who can answer customer questions or make recommendations. Some locations offer weekly beer and wine tastings. If customers are interested in stocking their cellar, New Seasons offers six and 12 bottle mix and match deals.

Customers will also find pairings in the adjacent cheese and olive bar. Likewise, beer is available in a variety of local labels. The grocer Please see page 36

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From page 35

makes it easy for new brands to enter the market, according to Lebold.

“As you can imagine, in the Pacific Northwest, we’re all about the microbrews. And we’re all about beer … Just standing in this section and getting to look at the labels, it’s just awesome,” Lebold said. “There are so many brewers represented here. It is not difficult for someone to get into New Seasons. If they have a beer they’re brewing, they can come and bring their products to market through New Seasons.”

Even the checkout experience is unique. Typically, grocers place impulse purchases like magazines, chips or candy at the checkout lanes. You won’t find those items at New Seasons Market’s checkout

counters. Instead, there are items such as flowers, a home remedy for colds, electrolyte tablets and other “nontraditional” last-minute pickups.

“Not your general large racks full of candy bars. You’ll get to see all of our beautiful plants and floral and wine and just everything you might need on your way out,” Lebold explained.

Self-checkout is the most recent addition to the checkout lanes.

All stores now feature it, and it has been received warmly, according to Lebold.

“We were pleasantly surprised at our customers’ desire to use self-checkout. It was greater than we thought. We definitely noticed

Nancy Lebold with some long-term employees

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2023 West Retailer of the Year during the pandemic, that people’s feelings about personal space had changed … You can go through our checkout and spend time chitchatting with our friendly cashiers, or you can take yourself through self-checkout, whichever you prefer.”

During his tour with Pite, Reeves heard about the newest features coming to New Seasons. The new store will feature a “restaurant within a grocery store concept.” The seating area will be named “The Eatery” and will feature a fire-burning pizza oven, soft-serve ice cream and fresh cookies. It will also feature ice cream sandwiches made with those fresh cookies, Pite said.

Katie Schoen, Ross Vontver, Dave Kauder and Bob Reeves

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Column Prioritizing how much language matters, its role in grocery’s culture

by Nancy Seabold CEO of New Seasons Market A sign on my favorite coffee shop door recently read: “Closed due to staffing. Hope to be open Wednesday.” These signs are now commonplace as the struggle to meet service needs continues.

According to the U.S. Bureau of Labor Statistics, there are 5.5 million more job openings in the retail sector than there are workers to fill them. A recruitment issue for sure, but – even more – it reflects a challenge with retaining employees considering an increased demand for goods and services.

The retail worker shortage has negative consequences, for consumers and retailers. For consumers, it can mean longer wait times, higher prices, lower quality and less variety. With retailers, it impacts labor costs, productivity and customer service, as well as increasing turnover.

As retail sales account for about 14 percent of the total U.S. GDP, this obviously poses a threat to economic recovery.

This worker shortage is more evident in the retail industry than pretty much anywhere else. And many of us realize – in this crisis – we need to reinvent ourselves, as well as our approach to the treatment of staff so we can attract and retain long-term talent.

I’m sure we can all list the things we are doing, such as raising wages, providing enhanced benefits, offering flexible schedules and enhancing training/development opportunities. But something that is often overlooked is the status of our work culture.

Creating a culture where every single employee feels like they belong, is welcomed and plays an integral role in the success of the team, means engaging and connecting in ways that are new for many of us. And, for some, it means shifting how we communicate as we lead and interact, prioritizing how much language matters and its role in our culture.

Language is powerful. It allows humans to communicate, express and create. It frames our thoughts, feelings and actions. It even influences how we perceive ourselves and others. As such, the language we use as the grocery industry influences our attractiveness as employers, even providing a viable career path.

In thinking about language as grocers, we must keep in mind that: • It is important for cognition, helping us organize our thoughts and memories, reason and solve problems, learn new concepts and skills, even collaboratively innovate.

It is important for identity, reflecting our person• alities, values and beliefs while connecting us to the

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culture, heritage and community we celebrate and share through food.

• It is important for communication, enabling us to share our ideas, feelings and experiences to better understand perspectives, emotions and impact of our actions.

From collaboration, cooperation and empathy, to conflict, misunderstanding and bias, language is foundational to our businesses. It helps us train better and faster. It brings us together to achieve goals. It is central to building trust, vulnerability and cohesion of teams.

Even with all this, which many of us understand, we are missing the mark and need to lean into language if we are going to rise and recover from the challenges we face.

So, what’s the issue? Well, language evolves. Evolution is not an issue on its own, but how we acknowledge it can be tough. Shifts in pronunciation, word forms, syntax and – most importantly – meanings are constant.

These are changes we cannot ignore if we plan to recruit and retain staff in the next iteration of grocery.

With a long, tenured industry, full of homegrown perspectives, our language can become a barrier to continued growth and success. Instead of it being the tool we have used and appreciated, it can: • Create barriers to communication and understanding between people who speak different languages or dialects, leading to miscommunication, unnecessary conflict or isolation.

Reflect and reinforce stereotypes and prejudices, • leaving people judged by others based on grammar, vocabulary or pronunciation.

• Signal and shape identity and group membership, sometimes distinguishing ourselves from others who do not share our norms and values.

A shift may not be easy, but it is definitely possible and – at this point – necessary. There are many words or phrases that, despite being commonplace, signal a space that does not welcome and offer opportunities to all, which is the opposite of what we hope to achieve.

Whether you have referred to a meeting as a “pow wow,” a woman as a “girl,” an idea as “crazy” or detractors as the “peanut gallery,” there is much for us to unlearn.

And it means taking on our own language while addressing the way we build and manage our workplace culture. If we are interested in centering in belonging and inclusion, motivating our workforce and increasing retention, we must be intentional with our language.

Being cognizant of language’s impact will contribute to higher levels of worker engagement, job satisfaction, productivity and overall success for both employees and the organization. This, in turn, makes the grocery industry more attractive as an employer and helps to mitigate the impact of the labor shortage.

I invite you to hold a mirror up to your leadership, teams, customers, community and business, taking time to actively foster the culture we need to thrive. We are working on this at New Seasons Market. It is not a simple task, but we know it is the right thing to do. And, as grocers, we think we are the right people to get it done.

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